Winning at Work

Like many of you, I'm hooked on "Survivor," the popular television show that maroons two tribes of contestants in an isolated locale. Each week, contestants vote off one tribe member until only two remain. Then, a jury comprised of contestants who were voted off chooses the winner, or the "survivor."

What fascinates me about this game is the underlying group dynamic that ultimately determines the winner. Despite its remote setting, "Survivor" is not about wilderness survival skills. Rather, it is about social survival skills, and is a compelling metaphor for office politics. In the Survivor-as-Workplace model, fellow tribe members are coworkers; wilderness savvy, athletic prowess and puzzle-solving ability are technical skills; and being chosen the survivor is akin to winning the big promotion. When I first began watching "Survivor," I cynically expected the game to be biased. I thought the immunity challenges would reward physical strength, agility and endurance; and I supposed that whoever won the most of these contests would go on to become the ultimate Survivor. I thought women and older people, because they are physically weaker, would be at a disadvantage. However, the results have proved me wrong. Women and older people aren't always voted out early, and strong young men are sometimes among the first to go. What, then, does it take to be a survivor? To find out, I looked for common traits that seem to characterize people who successfully play the game and those who do not. Here are a few of my observations. Winners and Losers First, wilderness survival skills alone do not ensure survival in the group. Or, to use the workplace analogy, superb technical skills alone do not ensure professional success. In every "Survivor" season so far, some of the people most skilled in wilderness survival have been among the first voted out, while people who are so inept they are a drain on the group remain. We've all witnessed the same phenomenon on the job: A person with mediocre technical ability advances in his or her career while a colleague with superior technical skills is passed over for promotion. Second, people who try to forcefully exert authority over the tribe are often voted off early in the game. Tribe members resent people who make unilateral decisions and issue orders without group consultation, even when those decisions are sound. The same is true in the workplace: Workers resent a colleague who tries to dominate rather than collaborate with the group, even if that person has more skill or experience. Third, too much individualism and aloofness can alienate the tribe. Every "Survivor" tribe so far has had at least one member who failed to bond with the group, and the result is always the same. Aloof players last longer than contestants who actively antagonize the group, but they are voted off when players must choose between someone they like and someone they do not know well. And so it is on the job: When choosing between two otherwise equally qualified candidates, decision makers will promote the person who they believe is the best team player. Fourth, luck plays an important role, both on "Survivor" and on the job. "Survivor" contestants sometimes find themselves in a tribe with which they are simply incompatible, and no matter how well they play the game, the tribe votes them out. Or, when two tribes merge, members of the larger, stronger tribe may form an alliance to eliminate members of the smaller, weaker tribe. You may, through bad luck, find yourself in a work environment that does not suit your personality. Or, if your organization is bought out, you may lose your job simply because you work for the wrong company. Winning Survivor Skills What do these observations suggest about career strategies? First, recognize that social skills are vital to advancement. People with superb technical skills often underestimate the value of social interaction and believe that superior ability alone will ensure their success. They couldn't be more wrong poor social skills can derail a career. If social interactions are a problem for you, work hard to improve. Second, learn to influence your peers through collaboration and persuasion rather than domination. People resent a domineering attitude because it conveys a lack of respect. If this is your style, your peers may go along to keep the peace, but it is at best a superficial cooperation. If, on the other hand, you use collaboration and persuasion, you will win genuine support. Third, if you have an introverted personality, make an extra effort to bond with your colleagues. Ask how they're doing, let them tell you about a favorite hobby, or offer to help if their workload is heavy that day. Let them know that you want to be part of the team. Finally, learn to distinguish between poor strategy, which you can control, and bad luck, which you cannot control. If bad luck interrupts your career, don't take it personally. Recognize that you could not control the situation, and move on to something better. Remember, too, that luck can work in your favor. Sometimes, lucky breaks seem to fall out of the sky. More often, though, lucky breaks happen to people who strive to advance their careers by nurturing their technical and social skills. Laura D. Massey is a freelance writer with extensive managerial experience in a variety of clinical laboratory environments.